Commercialism 

In  the 

Central 

Station 


Third  Edition 

November  15,  1911 


ARTHUR  S.  HUET 


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^  36017 


•t  ' ^ 

'  V 


.  >*<■ 


-  Is 


Arthur  S.  Huey 

Vice-President  H.  M.  Byllesby  &  Co., 

Chicago. 


Commercialism  in  the 
Central  Station 

HE  central  station  industry  has 


A  suffered  too  long  from  lack  of 
the  genuine  commercial  spirit. 

The  real  commercial  spirit  is  to  sup¬ 
ply  the  needs  of  the  public  as  perfectly 
as  possible. 

It  is  along  these  lines  that  central 
station  management  has  shown  its 
greatest  weakness. 

There  has  been  no  lack  of  invention 
and  improvement  in  the  electrical  art. 
Thousands  of  men  have  labored  suc¬ 
cessfully  to  cheapen,  popularize  and 
multiply  the  uses  of  electrical  energy.* 

In  many  instances  operating  com¬ 
panies  have  failed  lamentably  in  car¬ 
rying  out  their  part  of  the  task — in 
educating  the  consumer  to  the  proper 
and  wide-spread  employment  of  the 
products  of  the  inventor  and  manu¬ 
facturer. 

A  paper  prepared  for  the  Commercial  Day  Program 
of  the  National  Electric  Light  Association  Conven¬ 
tion  at  St.  Louis,  Mo.,  May  25,  1910. 


6 


Commercialism 


Instead  of  the  judicious  cultivation 
of  the  use  of  electrical  energy  by  the 
public,  too  many  operating  companies 
have  contented  themselves  with  simply 
offering  service  and  letting  it  go  at 
that. 

MUST  STUDY  PEOPLE’S  NEEDS. 

The  endeavor  to-dav  should  not  be 
to  search  for  excuses  for  wrong  con¬ 
ditions,  but  to  probe  into  the  demands 
and  needs  of  the  consumer  and  to  an¬ 
ticipate  constantly  what  he  wants  and 
can  buy  advantageously;  also  to  let 
him  know  about  it. 

This  commercialism  in  the  central 
station  is  the  force  which  will  do  as 
much  as  anything  else  to  make  popu¬ 
lar  the  central  station  corporation. 

The  hostility  and  prejudice  against 
utility  companies  throughout  the  coun¬ 
try  is  largely  undeserved.  It  is  caused 
by  a  great  deal  of  misunderstanding 
and  a  percentage  of  truth. 

The  percentage  of  truth  runs  from 
zero  to  proportions  in  rare  instances, 
which  I  hesitate  to  estimate. 

It  is  absurd  to  blame  the  agitators 
and  the  disgruntled  and  avaricious  for 


In  the  Central  Station 


/ 


everything.  Some  of  our  ills  origi¬ 
nate  in  ourselves,  and  the  apex  of  folly 
is  to  ignore  our  own  shortcomings. 

I  venture  the  assertion  that  at  least 
75  per  cent  of  public  ill-feeling  against 
utility  organizations  has  been  caused 
by  the  failure  of  operating  companies 
to  take  pains  to  please  their  customers. 

I  am  quite  sure  that  numerous  pio¬ 
neers  in  the  central  station  industrv 
launched  their  enterprises  with  the 
idea  that  all  thev  .had  to  do  was  to 
install  some  machinery,  string  wires 
on  poles,  connect  up  stores  and  dwell¬ 
ings — and  take  in  money. 

Aspirations  so  devised  either  have 
been  blasted  or  reformed  so  thor¬ 
oughly  that  their  authors  could  not 
recognize  them. 

We  used  to  think  that  the  conditions 
which  make  the  central  station  com¬ 
pany  naturally  and  essentially  a 
monopoly  were  bulwarks  of  pro¬ 
tection. 

Most  of  us  are  now  convinced,  I 
believe,  that  these  conditions  are  in 
the  nature  of  a  two-edged  sword. 
They  are  every  bit  as  much  an  ele- 


8 


Commercialism 


ment  of  danger  as  they  are  an  element 
of  security. 

Your  live  manufacturer  or  mer¬ 
chant  succeeds  because  he  contrives 
to  please  the  public  a  trifle  better  than 
his  competitors.  So  does  the  pros¬ 
perous  theatrical  manager;  the  win¬ 
ning  politician.  They  exist  in  their 
respective  callings  because  they  make 
a  business  of  satisfying  the  consumer 
and  constituent. 

Usually  composed  of  men  more  or 
less  unfamiliar  with  practical  utility 
operation^  it  has  been  necessary  for  the 
commissions  to  studv  the  conditions 
very  carefully  in  the  attempt  to  do  jus¬ 
tice.  Not  a  single  state  commission 
has  yet  failed  to  be  impressed  with  the 
chief  claims  of  operating  companies 
and  to  base  its  decisions  upon  broad 
recognition  of  many  principles  which 
companies  vainly  have  tried  to  have 
the  people  understand. 

Obviously  utility  commissions  may 
be  good  or  bad,  or  may  be  neither.  So 
may  the  courts;  so  may  every  depart¬ 
ment  of  government,  and  it  makes  lit¬ 
tle  difference  what  style  of  govern- 


In  the  Central  Station 


9 


ment  is  in  vogue.  We  might  as  well 
tremble  at  the  name  of  a  thousand 
imaginary  dangers  as  to  regard  the 
tendency  toward  governmental  regula¬ 
tion  of  utilities  with  dread  and  appre¬ 
hension. 

CO-OPERATIVE  EFFECT  VERSUS  EX¬ 
PLOITATION. 

With  all  proper  regard  for  the  sensi¬ 
bilities  of  others,  I  am  a  believer  in 
plain  speaking.  I  believe  in  admitting 
that  things  are  wrong,  when  they  are 
wrong,  in  order  that  curative  measures 
may  be  applied  without  loss  of  time. 

With  far  too  many  central  station 
companies  things  have  always  been 
wrong  on  the  commercial  side  of  the 
business.  Indifferent  management  has 
been  to  blame — the  kind  of  manage¬ 
ment  which  permitted  progress  to 
overtake  and  pass  it  and  to  put  it 
hopelessly  out  of  the  running. 

How  many  managers  are  at  the  head 
of  establishments  which  are  pointed 
out  to  visitors  in  showing  them  the 
good  points  of  a  city?  How  many 
central  stations  are  properties  where 
strangers  are  taken  as  a  matter  of 


10 


Commercialism 


course  in  the  endeavor  to  demonstrate 
the  progressiveness  and  prosperity  of 
the  communitv? 

You  know  the  answer  as  well  as  I 
do.  It  is  ^S^erv  few.’’ 

This  is  a  true  statement,  despite  the 
fact  that  our  central  station  companies 
frequently  represent  the  heaviest 
single  corporate  investment  in  the  city. 

As  such  our  companies  should  play 
active  parts  in  the  whole  commercial 
structure  of  the  municipalitv.  Thev 
should  be  made  attractive  physically, 
admirable  from  the  point  of  efficiency 
and  court  the  voluntarv  declaration 
from  everv  citizen  that  '‘Our  town  has 
one  of  the  best  electric  companies  in 
the  countrv.” 

No  words  are  strong  enough  to 
denounce  the  central  station  manage¬ 
ment  which  regards  the  community  it 
serves  as  a  mere  field  for  exploitation — 
as  a  mere  machine  for  the  coining  of 
electric  service  into  dollars.  An  atti¬ 
tude  like  this  will  wreck  any  organi¬ 
zation. 

The  commercial  field  of  a  public 
service  company  represents  an  oppor¬ 
tunity  to  market  a  product.  The  act 


In  the  Central  Station 


11 


of  supplying  the  demand  enhances  the 
entire  value  of  the  community.  As  the 
community  becomes  more  attractive  it 
grows  and  develops,  and  as  this  change 
takes  place,  the  value  of  the  market 
increases. 

In  other  words,  the  central  station  is 
a  part  of  the  economic  scheme  of  the 
modern  city.  Logically,  it  should 
profit  in  proportion  to  the  co-opera¬ 
tive  value  it  returns  to  the  communitv. 

SHOULD  PARTICIPATE  IN  MUNICIPAL 

ACTIVITIES. 

The  central  station  does  far  more 
than  most  other  commercial  influence 
to  build  up  cities  and  to  All  them  with 
people,  industries  and  wealth. 

A  prevalent  notion  that  utility  com¬ 
panies  do  little  or  nothing  to  create  the 
prosperity  which  occasionally  comes  to 
them  is  absolutely  wrong.  We  can 
afford  to  spend  a  good  deal  of  time 
and  'money  eradicating  this  idea. 

Even  companies  which  seem  to  fol¬ 
low  reluctantly  in  the  wake  of  local 
development  rather  than  to  participate 
in  and  stimulate  the  communities’ 


12 


Commercialism 


activities,  contribute  heavily  in  the 
general  development. 

A  central  station  company  and  its 
officers,  however,  should  be  in  the 
very  front  rank  of  the  wide-awake 
individuals  and  corporations  who  are 
planning  and  striving  for  municipal 
advancement.  They  should  lead  and 
point  the  way.  They  should  employ 
their  talents  in  helping  to  solve  the 
common  problems  confronting  their 
municipality. 

An  operating  company  has  no  busi¬ 
ness  skulking  along  and  courting  pri¬ 
vacy.  We  have  no  right  to  ask  the  pub¬ 
lic  to  ^^Let  us  alone. Our  business  is 
the  public^s  to  a  large  extent,  and  the 
public’s  business  is  our  business  in  the 
same  measure,  no  matter  what  we  may 
say  or  do. 

A  central  station  organization  can 
do  far  more  good  for  itself  lined  up 
with  the  commercial  clubs,  the  boards 
of  trade  and  similar  broad  gauge 
bodies  than  it  can  fraternizing  with 
peanut  politicians  and  wasting  valu¬ 
able  time  in  the  attempt  to  manipulate 
political  machinery. 


In  the  Central  Station 


13 


One  of  our  most  imperative  duties 
is  to  prove  that  the  lack  of  direct 
competition  in  the  central  station  in¬ 
dustry  does  not  result  in  non-pro- 
gressiveness  nor  to  the  disadvantage 
of  the  consumers. 

We  can  do  this  only  by  exerting  our 
best  resources  to  meet  the  needs  of 
consumers  in  the  most  efficient,  pains¬ 
taking  and  beneficial  way. 

For  competition's  sake,  let  us  com¬ 
bat  the  wrong  economic  theories  of 
the  socialistically  inclined,  the  twisted 
facts  and  theories  of  fanatics  and  the 
assaults  of  our  personal  enemies,  and 
do  our  best  to  win. 

And  winning  in  this  kind  of  compe¬ 
tition,  just  as  in  any  other,  will  come 
by  using  our  brains  and  taking  pains. 

The  time  has  come  to  quit  regard¬ 
ing  the  public  as  a  general  nuisance, 
and  instead  to  treat  all  consumers  with 
the  confidence  and  respect  common  to 
ordinary  business  transactions. 

f'  The  consumer  with  a  complaint 
should  not  be  regarded  as  a  fool  or  a 
crook.  He  should  be  accepted  as  a 
part  of  the  day^s  work  to  be  dealt  with 


14 


Commercialism 


as  cheerfully  and  as  carefully  as  the 
most  persuasive  effort  of  the  new 
business  department. 

RESPONSIBILITIES  LAID  UPON  THE  COM¬ 
MERCIAL  DEPARTMENT. 

Those  who  contribute  most  to  the 
common  good  should  be  most  liberally 
paid.  To  encourage  development, 
there  should  be  a  dependable  system 
of  compensation. 

No  one  knows  the  extent  to  which 
electricity  will  go  in  the  saving  of 
manual  labor,  the  conservation  of  fuels 
and  the  cheapening  of  light  and  power 

and  heat  in  their  most  convenient  and 

« 

adaptable  forms. 

To  carrv  out  the  destinv  of  elec- 
tricity,  we  need  the  talent  of  the  great¬ 
est  number  of  brilliant  minds  which 
can  be  induced  to  enter  the  profession. 
They  must  give  up  many  years  in 
preparation.  If  the  best  men  are  to 
be  secured  for  the  technical  advance¬ 
ment  of  our  cause  they  must  be  guar¬ 
anteed  substantial  rewards  in  propor¬ 
tion  to  their  success. 

It  is  the  duty  of  those  entrusted  with 


In  the  Central  Station 


15 


commercial  responsibilities  of  the  cen¬ 
tral  station  industry  to  see  that  this 
guarantee  is  offered.  They  must  make 
the  business  uniformly  profitable  if 
they  hope  to  assemble  the  funds  which 
will  reward  inventive  effort  properly 
by  the  quick  and  universal  application 
of  improved  apparatus  and  methods. 

Only  by  following  such  a  course 
successfully  can  men  in  charge  of  the 
commercial  side  of  electric  under¬ 
takings  fill  their  true  obligations  to  the 
public. 

This  line  of  reasoning,  repeated,  is 
as  follows:  The  public  is  the  party 
most  benefited  by  improvements  in  the 
electric  art  and  lessening  the  cost  of 
service.  Improved  and  cheaper  serv¬ 
ice  can  be  obtained  only  by  holding  out 
high  premiums  to  inventors,  engineers 
and  manufacturers.  These  premiums 
are  made  possible  through  the  profit¬ 
able  operation  of  the  properties  as 
thev  alreadv  exist. 

The  task  laid  upon  the  business  end 
of  the  industry  is  very  difficult.  It 
calls  for  fully  as  much  brain  power  as 
do  the  professional  departments,  de- 


16 


Commercialism 


manding  a  kind  of  ability  just  as  spe¬ 
cial  in  its  features  as  that  demanded  by 
engineering. 

It  seems  to  me  far  more  important 
that  the  manager  be  a  good  man  of 
business  than  a  good  electrical  en¬ 
gineer. 

If  the  two  capacities  can  be  com¬ 
bined  in  one  man,  the  acquisition  is 
highly  desirable.  Usually  the  two 
kinds  of  special  ability  are  not  so  com¬ 
bined. 

The  professional  point  of  view  often 
fails  to  appreciate  vital  elements  w^hich 
the  man  of  affairs  grasps  instinctively. 

As  a  rule,  the  professional  mind  is 
not  well  suited  to  dealing  with  the  pub¬ 
lic  in  purely  business  transactions — 
and  dealing  with  the  public  is  one  of 
the  largest  and  hardest  of  the  man¬ 
ager’s  problems. 

WHAT  THE  CENTRAL  STATION  MAN¬ 
AGER  OUGHT  TO  BE. 

Permit  me  to  quote  from  a  recent 
address  which  I  made  to  the  managers 
and  heads  of  departments  of  the  H.  M. 
Byllesby  Companies : 


In  the  Central  Station 


17 


“The  ideal  manager  should  be  a  man 
who  understands  the  public  better  than 
the  best  politician  in  his  city;  a  man 
who  is  versed  in  practical  modern  so¬ 
ciology,  and  who  understands,  not  only 
big  financial  matters  and  large  busi¬ 
ness  ideas,  but  the  lives  of  the  people 
as  well. 

“Our  properties  are  usually  the 
largest  single  industry  in  the  commu¬ 
nity.  It  is  fitting  that  our  managers 
should  take  a  position  among  the  lead¬ 
ing  men  of  the  city. 

“The  manager  should  have  the 
widest  possible  local  acquaintance,  and 
particularly  should  he  be  in  close  touch 
with  the  leaders  of  thought,  business 
and  progress  in  his  community.  He 
should  study  the  city,  its  people  and  its 
prospects  and  its  needs  with  unceasing 
vigilance. 

“The  ideal  utility  manager  should 
be  an  integral  part  of  the  city;  in 
sympathy  with  the  aspirations  of  the 
different  groups  of  which  it  is  com¬ 
posed  and  foremost  among  the  plan¬ 
ners  for  municipal  advancement. 

“Of  political  entanglements  he 


18 


Commercialism 


should  keep  free.  In  all  local  quarrels 
and  controversies  he  must  maintain  a 
neutral  attitude,  keeping  always  in 
mind  the  principle  that  it  is  his  duty 
to  serve  the  whole  communitv  to  the 
best  of  his  ability. 

‘'Too  often  have  I  gone  into  one  of 
our  local  offices  and  found  the  manager 
pouring  over  diagrams,  charts  and 
figures  at  his  desk,  when  his  time 
should  have  been  employed  to  far  bet¬ 
ter  advantage  in  dealing  with  broad 
problems  of  policy  and  management. 

“Too  many  times  I  have  found  man¬ 
agers  busy  tinkering  with  some 
weighty  mechanical  problem,  such  as 
the  color  which  meters  should  be 
painted,  while  important  questions  of 
public  policy  were  being  totally  neg¬ 
lected. 

“Managers  should  be  men  who  can 
see  over  their  desk-tops,  and  who  re¬ 
fuse  to  let  their  imagination  be  ob¬ 
scured  and  their  activities  paralyzed 
by  annoying  trivialities.  They  should 
not  be  hampered  with  mechanical  and 
professional  details  for  which  they 
should  have  competent  technical  men 
to  handle. 


In  the  Central  Station 


19 


'‘To  get  into  the  heart  of  his  busi¬ 
ness,  a  utility  manager  must  know  a 
good  deal  about  financial  affairs.  He 
must  be  able  to  plan  years  ahead  and 
to  weigh  and  consider  various  ques¬ 
tions  of  financing  and  expenditure. 
He  should  understand  the  terms  and 
meaning  of  a  trust  deed,  for  instance, 
and  should  know  the  best  plans  for 
securing  additional  capital  to  develop 
the  properties.” 

These  are  a  few  of  the  things  I  told 
our  own  managers,  and  I  meant  every 
word  of  it. 

I  have  been  amazed,  disheartened 
and  discouraged  time  and  again  with 
the  narrowness  and  inefhciencv  of  men 
who  posed  as  managers  of  utility  prop¬ 
erties.  I  have  found  them  railing  at 
men  and  conditions  when  thev  them- 
selves  were  the  biggest  pessimists  and 
the  worst  croakers  in  the  communitv. 
I  have  observed  them  sitting  like  ugly 
frogs  on  a  log,  bewailing  the  state  of 
the  public  mind  and  the  cussedness 
of  the  consumer,  letting  their  property 
go  to  pieces  and  their  services 
deteriorate,  creatures  of  weak  and 
shameless  despair. 


20 


Commercialis  m 


What  is  more  natural  but  that  peo¬ 
ple  join  in  throwing  the  handiest  ob¬ 
jects  at  the  croaker?  The  impulse  is 
human  and  common.  The  people  have 
no  use  for  the  men  or  the  manage¬ 
ment  filled  with  bitterness  and  in¬ 
efficiency — devoid  of  energetic  action 
and  confidence  in  the  future. 

I  recognize  the  fact  that  in  the 
smaller  plants  the  manager  must  per¬ 
form  many  duties  not  enumerated  in 
my  partial  conception  of  the  ideal 
manager,  yet  between  the  technical 
detail  and  the  question  of  public  rela¬ 
tions,  my  advice  is  to  take  care  of  the 
question  of  public  relations  first,  for 
it  is  by  far  the  most  important. 

It  is  wholesome  for  us  to  try  to  see 
our  faults  as  others  see  them.  Try  to 
get  the  other  personas  point  of  view. 
Let  us  stop  complaining  when  we  our¬ 
selves  are  to  blame. 

Are  any  of  us  so  foolish  as  to  im¬ 
agine  that  the  business  of  serving  the 
public  with  electric  service  is  a  task 
in  which  we  expect  a  continual  suc¬ 
cession  of  smiles  and  kind  words  and 
sweet  thoughts  showered  upon  our  op- 


In  the  Central  Station 


21 


erating  companies?  The  complaints, 
the  misunderstandings  and  a  certain 
^  proportion  of  ill-nature  are  simply 
parts  of  the  game,  to  be  looked  upon 
f  as  every-day  business  problems  and  to 

^  be  handled  without  heat  or  hysteria. 

VIEWS  FUTURE  WITH  ENCOURAGE¬ 
MENT. 

It  is  far  easier  to  find  the  man  of 
professional  training  to  handle  tech¬ 
nical  emergencies  than  it  is  to  discover 
the  individual  combining  the  gifts  of 
the  executive  and  the  diplomat — the 
man  who  can  succeed  in  popularizing 
his  institution  against  overwhelming 
odds. 

There  is  a  sharp  difference  between 
the  kind  of  ability  which  does  things 
behind  closed  doors  with  the  aid  of 
science  and  the  kind  of  ability  which 
satisfies  the  multitudinous  demands, 
needs  and  prejudices  of  a  large  num¬ 
ber  of  people. 

It  does  not  follow  that,  because  a 
man  is  equipped  mentally  so  that  he 
can  construct  a  great  central  station 
property,  he  is  the  right  man  to  man- 

i 


t 


22  C  ommercialism 


age  the  property  and  to  make  the  un¬ 
dertaking  a  commercial  success. 

Let  managers  keep  themselves  free 
from  petty  details,  particularly  tech¬ 
nical  details.  They  should  organize 
their  force  so  this  can  be  possible. 
Their  first  duty  should  be  to  popular¬ 
ize  the  company,  and  to  see  that  it 
occupies  the  position  in  the  community 
which  it  deserves,  both  as  a  right  and 
as  an  obligation. 

It  has  become  a  considerable  prob¬ 
lem  how  to  obtain  managers  and 
commercial  department  heads  for  elec¬ 
tric  properties — men  who  possess  the 
executive  skill, the  tact  and  the  breadth 
of  view  necessary  for  the  positions. 

My  personal  view  of  the  future  is 
very  hopeful  and  encouraging.  The 
fact  that  a  ‘'Commercial  Dav’^  has 
been  set  aside  by  the  National  Electric 
Light  Association  is  a  splendid  indica¬ 
tion  of  the  change  which  is  taking 
place  in  the  methods  of  central  station 
management  toward  the  public. 

During  the  last  year  much  educa¬ 
tional  advertising  work  has  been  done 
by  operating  companies.  A  large  pro- 


In  the  Central  Station 


23 


portion  of  it  has  been  effective;  none 
without  value. 

Scores  of  new  business  departments 
have  been  created  and  equipped  within 
a  short  time. 

Both  these  movements  go  to  show 
the  tendency  to  inject  the  genuine 
commercial  spirit  into  operating  com¬ 
panies;  to  meet  the  people  a  little 
more  than  halfway  and  to  put  our¬ 
selves  in  tune  with  existing  industrial 
and  sociological  conditions. 


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